Value Creation Through Appreciation? An Exploration of the Perception of Diversity Management in a Transnational Aviation Group

Abstract

In view of certain sociocultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy, a fact that applies to qualitative studies in particular. This article addresses the perception of diversity and diversity management within one of the world's leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa's diversity strategy—based on the principle of "value creation through appreciation" —and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.